Tuckman’s model focuses on optimizing team performance by describing the stages they go through from formation to dissolution. This model includes the phases of formation, conflict, normalization, performance and dissolution. The text examines these stages, explaining how each one contributes to understanding group dynamics and improving collaboration effectiveness. The advantages of the model and its application in today’s work environment are highlighted, including the management of diverse teams and remote work, with an emphasis on strategies for cohesion and efficiency.
Bruce Tuckman developed the model that bears his surname in 1965. He focused his interest on equipment performance, so he asked himself the best way to optimize it. From this concern arose his theory in which he collects a set of phases that explain the stages a team goes through from its formation to its dissolution (aspect included by the same author in 1977). Composed of the phases of formation, conflict, normalization, performance and dissolution, it offers a framework of understanding to, on the one hand, understand group dynamics and, on the other hand, improve the effectiveness of collaboration between its members.
Tuckman’s model has had wide acceptance since its proposal. This responds to the fact that the phases are easy to understand, so they have a place in practice, where clear ideas and guidelines are required to improve the processes of the formation and evolution of teams. Precisely, the aforementioned stages help leaders, as well as team members, to manage tasks, challenges and situations characteristic of group dynamics. The objective is the same in all cases: to achieve common objectives thanks to cooperation.
The name of this stage is eloquent: it refers to the moment in which the teams are formed according to the needs and characteristics of the project. As part of this process, members begin to interact with the objective of getting to know each other, understanding their roles and assuming common results-oriented goals. The first contacts between these are usually permeated not only by uncertainty – which leads to anxiety – but also by the efforts of trying to stand out. Thus, relationships become superficial and devoid of conflict. At this point, the leader’s job is to recognize the outstanding areas of the work and lead them towards the same goal.
But what happens after the first contact? As time passes and work sessions are held, the group members become more and more confident; As a result, they feel comfortable expressing their views. They do so in clear reference to the actions of one or more colleagues, and can even refer to the leader’s behaviors and decisions. Conflicts then arise. At this point, leaders must intervene to encourage active communication and listening, where participation is always constructive. It is about mediating to achieve a positive environment.
What happens once the conflicts have been overcome? First, an environment is achieved in which each member clearly recognizes their functions and the scope of their activities. In this sense, personal differences are put aside to meet group objectives; It opens the way to active collaboration, cooperation, communication and respect. Now, with respect to the leader, he acquires greater leadership as he delegates tasks, responsibilities and encourages autonomous work. Thus, the team makes decisions together, which has a clear impact on the efficiency and progress of the project.
As seen, standardization consists of achieving a high level of collaboration. This results in increased team performance: autonomous work is strengthened, collaboration is assumed as the main premise for results, and the competencies of each member are recognized. Furthermore, the strengthening of ties between members does not go unnoticed; That is, a greater sense of belonging, support and recognition of roles is perceived. With proactivity as a distinctive feature, the team contributes to the fulfillment of projects and, therefore, to the growth of the company. The figure of the leader does not lose importance; On the contrary, he carefully supervises the team’s tasks and delegates.
Added later by Tuckman, this phase refers to the dissolution of the team as long as the team’s objectives have been achieved, that is, completing the project or set of tasks. But what characterizes this stage of Tuckman’s model? Feelings of loss are observed, as the members separate. Each one takes on new tasks or projects, hence they feel greater satisfaction. At this point, the figure of the leader stands out again, since he is the one who manages the aforementioned feelings. Thus, its function is to recognize both individual and group achievements, in addition to using motivation strategies so that the loss is assumed appropriately.
Tuckman’s model allows us to understand the process of composition and subsequent action of a team in a certain task and project. Hence, it provides a framework of understanding and guidance to bring to fruition the individual performance of each member, but also the strength of the group as a collective. Given this, Tuckman’s model offers the following advantages:
The application of Tuckman’s model to the current work context implies not only the understanding of its phases but also other aspects that are important. One of them is that these phases are understood as linear. However, in practice, group dynamics can go through different stages, conditioned by the characteristics of the task or project, the experience of the group members and the management capacity of the leader.
In addition to this, teams can become increasingly diverse due to the application of new technologies, where remote work takes center stage and the presence of colleagues from different parts of the world increases. So how to manage the group efficiently? The leader must be able to manage intercultural groups to promote cohesion and participation. In any case, the phases are a reference that allows us to anticipate and at the same time intervene. As seen, the main goal is group satisfaction, high performance and efficient completion of tasks.